When to use it
Use as a bridge between understanding a problem and generating solutions. Especially when stuck, when the problem feels overwhelming, or when early brainstorming produced only obvious ideas.
It's the gateway tool in The Spark — reframing before ideating.
How it works in The Studio
Here's how a session works with WAiDE:
Sample output
Here's what a How Might We session looks like in practice:
- 1HMW reduce the time to first meaningful contribution?
- 2HMW make onboarding feel like a real project, not a checklist?
- 3HMW use existing employees' knowledge without burning them out?
- 4HMW make new hires productive on Day 1 by changing what "productive" means?
- 5HMW create onboarding that experienced employees wish they'd had?
- 6HMW eliminate onboarding entirely by redesigning the role?
What you get
5–8 reframed questions each opening a distinct ideation direction. Best HMW questions are neither too broad nor too narrow.
Foundation
Originated at Procter & Gamble in the 1970s by Min Basadur. Adopted by IDEO and the Stanford d.school. Used by Google, UK Government Digital Service, IBM, and INSEAD.
Why it works
How Might We questions work by doing something subtle but important: they hold the problem and the solution in the same sentence, at the same time. "How might we…" acknowledges that a problem exists and simultaneously declares that solutions are possible. This grammatical structure turns out to matter more than it sounds.
The alternative framings all fail in different directions. "We need to…" skips problem analysis and jumps straight to a predetermined solution. "Why can't we…" frames the situation as a constraint, triggering defensiveness. "How can we…" implies there's definitely a way, which can pressure teams into the first workable solution rather than the best one. "How might we…" keeps everything open — possibility without obligation.
The technique originated at Procter & Gamble in the 1970s, was developed further by IDEO, and became a core element of design thinking and Google Ventures' Design Sprint methodology. It's most powerful as a bridge: used after deep problem research (Empathy Map, Jobs to Be Done) to reframe insights as invitations, and before ideation tools (Crazy 8s, SCAMPER) to give those sessions a specific focus.
The calibration test: a good HMW question should generate at least 10 meaningfully different answers. If you can only think of one or two responses, the question is too narrow — you've already decided on the solution. If you have no idea where to start, it's too broad. Adjust until it's generative.
Frequently asked questions
Where did How Might We come from?
HMW questions were developed at Procter & Gamble in the 1970s by Min Basadur, then popularised by IDEO and the Stanford d.school as a core design thinking technique. Google Ventures embedded them in their Design Sprint methodology, which brought them to a much wider audience of product teams and startups.
What makes a good HMW question?
The right HMW is specific enough to give direction but open enough to allow genuinely different solutions. If you can only think of one answer, the question is too narrow — you've already decided on the solution. If you can't think of where to start, it's too broad. A useful calibration: a good HMW should generate at least 10 meaningfully different ideas.
How many HMW questions should I generate before choosing one?
Aim for 10–15 before narrowing down. Quantity first, then vote. The goal is a wide range of reframes — some will be too broad, some too narrow, some surprising. WAiDE will push you to keep generating when you want to stop early, because the most interesting HMWs are usually not the first ones.
What do I do after choosing a HMW question?
Move directly into ideation. HMW works as a launch pad for Crazy 8s (generate 8 ideas in 8 minutes), SCAMPER (apply structured creative lenses), or Worst Possible Idea (generate bad ideas and invert them). The HMW is not the answer — it's the permission to explore freely without committing to a direction.